Greater Governance | Excellence in Board Leadership

A strong leader can transform a board from functional to exceptional. Over the last ten years, I've served in leadership on four boards and have both witnessed and worked with several dozen more. Here are three qualities, and real ways they have shown up in practice, that I've seen in the most effective Board Chairs:

Commitment to the Executive Partnership

A strong Chair builds a copilot relationship with the chief executive. One that is candid, open, and aligned on strategic priorities.

• Regularly Connection Point. Schedule a regular check-in (monthly or biweekly) with the CEO/Executive Director to align on strategy and board priorities. Keep it short, have a standing agenda, and use this time to strengthen your understanding of the organization and build trust.

• Strategic Communication. Agree on what information the board needs and how/when it should be shared.

• Open feedback. Establish a practice of two-way feedback: ask, “What do you need from me right now?” and share the same.

• Deepen the bench. Bring in the Vice Chair in early—so succession is seamless and trust is built in advance. Have them join your check-ins and/or build their own relationship with the Executive.

Intentional Culture Caretaking

Effective Chairs set the tone for how the board shows up, champions education, upholds shared values, and helps bridge new board members with old.

• Modeling. Model preparation by circulating agendas early and coming ready with good questions.

• Connect and Check-in. Open each board meeting with a moment that fosters connection (personal check-ins, brief mission story, etc.). At the Associated Recreation Council, we take turns each meeting by highlighting one of our shared values and sharing what it means to us personally in that moment.

• Intentionally introduce board members to each other. Make personal connections, connect the dots, point to shared interests. I call this Helping the Hello. Most people are good in conversation and just need some help initiating.

• Address unhealthy dynamics early (side conversations, lack of follow-through, combativeness) directly but constructively. Skillful radical candor is required for effective governance.

• Prioritize governance education. Many boards are woefully unprepared and under-educated when it comes to their role and responsibilities as board members. Whether you have an annual retreat or build learning into each board meeting... you need to embrace a culture of ongoing learning.

A Succession Mindset

Great Chairs don’t cling to power. They cultivate it in others. A strong board should have a deep bench of individuals who are willing to step up and do the work when called to it.

• Have a succession plan. Not just for the CEO/Executive but for the Board Chair position and any other board role that plays a key part in board operations. Write it down, and build in a cadence for refreshing the board and revisiting the strategy.

• Expand low-stakes leadership opportunities. Consider using a co-chair model on your committees, leverage short-term task forces, and find opportunities for board members to step up on a project basis.

• Share facilitation. Invite board members to help facilitate a part of a board meeting or discussion topic.

• Executive Exposure. Rotate board members into executive conversations or planning sessions to expose them to leadership decision-making, and to strengthen trust directly with the Executive.

• Bring the Inside>Out. Find appropriate opportunities to narrate your process: “Here’s how I approached this conversation…” so others can learn by observing.

• Model balance. Set boundaries on time and energy so the role looks sustainable, not overwhelming.

• Mentorship. Proactively identify and mentor your successor well before your term ends. Avoid having board members on their last year of service also serving in the Chair position.

At its best, the Board Chair role is about stewardship. Together with their Executive, they can help create the conditions for the Board to do its best work in service of the mission.

Greater Governance | Building Strong Committees

Committees are the engine of the board. They’re where the real work gets done, where strategy moves forward, and where board members find meaningful ways to contribute. However, without a clear purpose, the right people, and structured process, committees stall out. They become “committees in name only”: meeting infrequently, lacking direction, duplicating staff work, and draining the energy of your board members.

Here are some practical ways to keep your committees running strong:

Clear Purpose

• Charters. Develop a Committee Charter that defines scope, responsibilities, authority, and key deadlines or projects. Review every few years.

• Committee Workplans. Each committee should set 2–5 SMART goals annually, aligned with the organization’s strategic priorities. The Board Chair can then integrate these into a unified board workplan. Chairs should report on progress throughout the year.

• Task Forces. Not everything needs a standing committee. Create task forces for short-term projects or emerging issues. Build in an end day.

• Refresh. Revisit committee structure annually. Are these the right committees for the organization’s current strategy and challenges?

Strong People

• Committee Leadership. Select a Chair who is both organized and collaborative. Consider a co-chair model for shared leadership and built-in succession.

• Senior Leadership Partnership. Assign a staff partner to each committee to help keep the committee aligned and provide contextual insight... but clarify their role is support and perspective, not “doing the work.” This also creates valuable exposure for senior staff, strengthening relationships downline.

• Executive Rotation. Have the CEO and Board Chair rotate as occasional guests. They cannot sit on every committee, but rotating helps connect the dots across the board’s work.

• New Member Tour. Give new board members six months to rotate through committees of interest before choosing a permanent placement. All board members should serve on at least one committee.

Effective Process

• Provide the tools. Provide templates for minutes and action items across committees. Offer simple guidance on effective minutes (e.g., decisions and actions matter—who said what does not).

• Improving Reporting in the Boardroom. Ask committees to submit written reports before board meetings, so boardroom time is focused on discussion and decision-making, not recaps.

• Self Assessment. Alongside the board’s annual self-evaluation, each committee should assess its own effectiveness. Are we meeting our goals? Are we adding value? What can we improve?

• Reassign. Build in opportunity for board members to switch committees every 1-2 years. Yes this takes more work, but it also ensures board members are engaged in the areas that interest them most.

Strong committees don’t happen by accident. They need an intentionally designed structure, clarity around tasks, and a little ongoing care by leadership. When committees are well-led, well-aligned, and accountable, they become the engine that drives the board’s work forward. And when that engine is running smoothly, the whole organization benefits.